AMP Data Entry Page - USPS · 2012-03-12 · ----- AMP Data Entry Page -----Colorado Springs CO P&DC 3655 E Fountain BLVD Roger Nichols 1. Losing Facility Information Lane Stalsberg

Type of Distribution to Consolidate: Orig & Dest MODS/BPI OfficeFacility Name & Type:

Street Address:City: Colorado Springs

State: CO5D Facility ZIP Code: 80910

District: Colorado/WyomingArea: Western

Finance Number: 071820Current 3D ZIP Code(s):

Miles to Gaining Facility: 81.7EXFC office: Yes

Plant Manager:Senior Plant Manager:

District Manager:Facility Type after AMP: Post Office

Facility Name & Type:Street Address:

City:State: CO

5D Facility ZIP Code: 80266District: Colorado/Wyoming

Area: WesternFinance Number: 72359

Current 3D ZIP Code(s):EXFC office: Yes

Plant Manager:Senior Plant Manager:

District Manager:

Start of Study: 9/15/2011Date Range of Data: Jul-01-2010 : Jun-30-2011

Processing Days per Year: 310Bargaining Unit Hours per Year: 1,745

EAS Hours per Year: 1,822

June 16, 2011

2/13/2012 11:14

Area Vice President:Vice President, Network Operations:

Area AMP Coordinator:HQ AMP Coordinator:

rev 10/10/2011

----- AMP Data Entry Page -----

Colorado Springs CO P&DC3655 E Fountain BLVD

Roger Nichols

1. Losing Facility Information

Lane Stalsberg

808, 809, 810

Roland FuentesSelwyn D Epperson

Sylvester BlackDavid E. Williams

Sewyn D Epperson

Denver CO P&DC7540 E 53rd PL

Roland Fuentes

4. Other Information

Roland Fuentes

Denver

800,801,802,803,804,805,806,807

2. Gaining Facility Information

Steven Murray

Date & Time this workbook was last saved:

3. Background Information

Date of HQ memo, DAR Factors/Cost of Borrowing/ New Facility Start-up Costs Update

Package Page 1 AMP Data Entry Page

Losing Facility Name and Type:Street Address:

City, State:Current 3D ZIP Code(s):

Type of Distribution to Consolidate:

Gaining Facility Name and Type:Current 3D ZIP Code(s):

= $6,838,056

= $583,642

= $2,475,729= $1,290,288 from Transportation (HCR and PVS)

= $976,211 from Maintenance

= $0 from Space Evaluation and Other Costs

= $12,163,926

= $820,830 from Space Evaluation and Other Costs

= $11,343,096

= 228 from Staffing - Craft

= 8 from Staffing - PCES/EAS

= 1,836,730 from Workhour Costs - Current

= 8,048,115 from Workhour Costs - Current

= 230,071

ADV ADV ADV %First-Class Mail® 0 0 0 #DIV/0!

Priority Mail® 0 0 0 #DIV/0!Package Services 0 0 0 #DIV/0!

Periodicals N/A* N/A* N/A* N/A*Standard Mail N/A* N/A* N/A* N/A*

Code to destination 3-digit ZIP Code volume is notavailable

Unchanged + Upgrades

Executive SummaryLast Saved: February 13, 2012

Colorado Springs CO P&DC3655 E Fountain BLVDColorado Springs, CO808, 809, 810Orig & Dest Miles to Gaining Facility: 81.7

Denver CO P&DC800,801,802,803,804,805,806,807

Summary of AMP WorksheetsSavings/Costs

Mail Processing Craft Workhour Savings from Workhour Costs - Proposed

Non-MP Craft/EAS + Shared LDCs Workhour Savings (less Maint/Trans) from Other Curr vs Prop

PCES/EAS Supervisory Workhour Savings from Other Curr vs Prop

Transportation SavingsMaintenance Savings

Space Savings

Total Annual Savings

Total One-Time Costs

Total First Year Savings

Staffing PositionsCraft Position Loss

PCES/EAS Position Loss

Volume

Service

rev 10/15/2009

Total FHP to be Transferred (Average Daily Volume)

Current FHP at Gaining Facility (Average Daily Volume)

Losing Facility Cancellation Volume (Average Daily Volume) (= Total TPH / Operating Days)

Service Standard Impacts by ADV

UPGRADED DOWNGRADED Unchanged + Upgrades

Package Page 3 AMP Executive Summary

Losing Facility Name and Type:Current 3D ZIP Code(s):



rev 06/10/2009

February 13, 2012

800,801,802,803,804,805,806,807

Orig & Dest

Summary NarrativeLast Saved:

Colorado Springs CO P&DC

Denver CO P&DC

808, 809, 810

BACKGROUND This is a summary of the feasibility study for the consolidation of SCF 808-810 originating and destinating mail from the Colorado Springs P&DC to the Denver CO P&DC. This study was conducted to determine the feasibility of relocating the distribution processing operations 82 miles from Colorado Springs into Denver daily. This study also provides the opportunity to consolidate several Colorado Springs delivery units into the vacated space at the Colorado Springs P&DC if the AMP is eliminated. This would include Antares Station, Downtown/Main Office, and several zones from Cimarron Hills Branch, The possible DUO could provide substantial operational savings for Colorado Springs Post Office. FINANCIAL SUMMARY The annual baseline date for this AMP feasibility study is taken from the period of July 1 2010 – June 30 2011. Financial savings proposed for the consolidation of all originating and destinating mail volumes from the Colorado Springs P&DC into the Denver P&DC are: Total Annual Savings $ 12,163,926 Total First Year Savings $ 11,343,096 This study is part of four different AMP studies that are all being consolidated into the Denver P&DC. In addition to this study for Colorado Springs P&DC (SCF 808, 809, & 810), we are consolidating Alamosa CO (SCF 811), Salida CO (SCF 812), and Colby KS (SCF 677) into the Denver PDC. The bulk of the work hour savings will come from this AMP of Colorado Springs P&DC. CUSTOMER & SERVICE IMPACTS Specific service standard changes associated with this Area Mail Processing consolidation are contingent upon the resolution of both (a) the rulemaking in which current market dominant product service standards in 39 CFR Part 121 are being evaluated, and (b) all remaining AMP consolidation proposals that are part of the same network rationalization initiative. A complete file reflecting any new service standards will be published at www.usps.com once all of the related AMP decisions that provide the foundation for new service standards are made. Priority and Express Mail service standards will be based upon the capability of the network. This AMP will not have an impact to collection box times. The BMEU and retail unit located at the GMF Main Post Office will not be affected if the AMP is implemented. The local postmark will continue to be available at retail service locations. The Colorado Springs P&DC will be retained as the Colorado Springs GMF, CO Post Office. There will be no change to the current retail (window) operations or hours, and the location and availability times for Colorado Springs GMF PO box customers will remain as current. Caller service and mail acceptance times/locations/hours will remain as current (Colorado Springs GMF MPO). No delivery and collection modifications are anticipated for SCF 808-810 AOs, local collection box pick up times will remain unchanged, and a local postmark will continue to be available at retail service locations.

Package Page 4 AMP Summary Narrative

rev 06/10/2009

Summary Narrative (continued)Summary Narrative Page 2

The resources necessary to perform the CS functions assigned to this unit are provided for in the Colorado Springs City Operations existing staffing and operations budget, the remaining Hub operations proposed staffing and funding are addressed in the staffing matrix. If the existing facility should be impacted in the future by other USPS initiatives, these remaining operations proposed in this study would be relocated to Alternate Quarters (new or existing) and services continue to provide the needed hub and spoke operation as well as retail, PO Box and BMEU services currently provided. TRANSPORTATION Colorado Springs 809 will have new transportation for collection and distribution of mails with this AMP. New hubs and spokes will be established for consolidated collection mails and distribution points for processed mail, all serviced by the Denver P&DC. The current contract 808L0 will be eliminated and replaced with the completely reworked new contract 808XX. Hubs & Spokes: The HCR servicing all of these hubs will be a new contract that we are currently calling 808XX until the proper name has been established. GMF Station will serve as hub for Colorado Springs Stations (809) - Antares Station, Cimarron Hills Branch, Downtown Station, Fort Carson Branch, North End Station, Rockrimmon Station, and West End Station & Annex. GMF Station will also serve as hub for 808 Offices along US HWY 24 west of Colorado Springs which includes Manitou Springs, Cascade, Green Mountain Falls, Woodland Park, Divide, Florissant, Lake George, Guffey, Cripple Creek, and Victor. This also includes the USAF Academy PO & Cadet Station. Pueblo Co will be the hub for itself and all offices in 810. New transportation will transport mail to and from Pueblo. These new trips will meet existing transportation which serves the stations within Pueblo city. All the Associate Offices in SCF 810 will hub their mail in Pueblo to meet transportation going to and from Denver PDC. Limon Co (808) will continue as hub and spoke for post offices (808) east along I-70 and southeast along US HWY 287. New transportation will be established to transport mails to and from the Denver P&DC. Existing transportation will be used to consolidate collection mail and return with processed mail from Denver P&DC. New transportation will be established to serve 808 post offices along US HWY 24 between Limon Co and Peyton Co including Falcon CPU. This trip will transport collection mails to Denver P&DC and return with processed mail for Matheson, Simla, Ramah, Calhan, & Peyton (all 808 offices).


rev 06/10/2009

Summary Narrative Page 3Summary Narrative (continued)

New transportation will be established to serve Anton, Cope, Joes, & Kirk. They are four 808 offices north of I-70. Mail for them will be transferred through Strasburg. Direct trips from Denver P&DC: Briargate Station Cheyenne Mountain Station Security Branch – Fountain PO (808). Templeton Station EMPLOYEE IMPACTS Staffing at the Colorado Springs Hub stations will need to be increased to process the Express Mail. The Express Mail will be consolidated at this site and sent on existing air transportation out of Colorado Springs.

Mail Processing Management to Craft Ratio

Current Proposed

SDOs to Craft

1 MDOs+SDOs to Craft

1 SDOs to Craft

1 MDOs+SDOs to Craft

1

Management to Craft 2 Ratios

(1:25 target) (1:22 target) (1:25 target) (1:22 target)

Colorado Springs 1 : 24 1 : 22 1 : 12 1 : 12

Denver PDC 1 : 31 1 : 27 1 : 25 1 : 22

1 Craft = FTR+PTR+PTF+Casuals

2 Craft = F1 + F4 at Losing; F1 only at Gaining

Management and Craft Staffing Impacts Colorado Springs Denver

Total Current On-Rolls

Total Proposed

Diff Total Current On-Rolls

Total Proposed

Diff Net Diff

Craft 1

348

25

(323)

1,641

1,736

95

(228)

Management

24 2

(22)

103

117

14

(8)

1 Craft = FTR+PTR+PTF+Casuals

As a matter of policy, the Postal Service follows the Worker Adjustment and Retraining Notification Act’s ("WARN") notification requirements when the number of employees experiencing an employment loss within the meaning of WARN would trigger WARN’s requirements. Some or all of the impacted employees described above may not experience an employment loss within the meaning of WARN due to transfers or reassignments.


rev 06/10/2009

Summary Narrative (continued)Summary Narrative Page 4

EQUIPMENT RELOCATION AND MAINTENANCE IMPACTSA single AFSM100 will be relocated from Colorado Springs to the Denver PDC. The maintenance impact will be minimal as we will also be decommissioning 11 DBCS machines in Denver PDC. SPACE IMPACTS The space usage of the Denver PDC will not be impacted by moving the processing of Colorado Springs into Denver. The NDC will need modifications for the APBS.


Losing Facility Name and Type:Current 3D ZIP Code(s):



rev 04/2/2008

24 Hour ClockLast Saved:


Denver CO P&DC

808, 809, 810

February 13, 2012

800,801,802,803,804,805,806,807

Orig & Dest

Package Page 8 AMP 24 Hour Clock

Overnight % Change All Others % Change Total % Change All % Change All % Change All % Change All % Change All % ChangeUPGRADEDOWNGRADETOTALNET UP+NO CHNG

VOLUME TOTAL

* - Periodical and Standard mail origin 3-digit ZIP Code to destination 3-digit ZIP Code volume is not available

Overnight % Change All Others % Change Total % Change All % Change All % Change All % Change All % Change All % ChangeUPGRADEDOWNGRADETOTALNET


808, 809, 810800,801,802,803,804,805,806,807Gaining Facility 3D ZIP Code(s):

Service Standard Changes - PairsFCM PRI

PSVC

Service Standard Changes - Average Daily Volume (data obtained from ODIS is derived from sampling and may vary from actual volume)

PSVC ALL CLASSES

rev 10/16/2009

Losing Facility 3D ZIP Code(s):

mm/dd/yyyy

Selected summary fields are transferred to the Executive Summary

PER STD

February 13, 2012

Losing Facility:

Service Standard Impacts

PRI ALL CLASSESSTD *FCM PER *

Based on report prepared by Network Integration Support dated:

Last Saved:

Package Page 10 AMP Service Standard Impacts

Last Saved: Stakeholder Notification Page 1AMP Event: Start of Study

rev 07/16/2008

Stakeholders Notification Losing Facility:

February 13, 2012(WorkBook Tab Notification - 1)Colorado Springs CO P&DC

Package Page 11 AMP Stakeholders Notification

Last Saved:

07/01/10 <<=== ===>> 06/30/11

LDC LDC LDC LDC

11 $43.09 41 $0.00 11 $45.66 41 $0.00

12 $45.63 42 $0.00 12 $42.60 42 $38.38

13 $42.50 43 $12.65 13 $41.65 43 $62.07

14 $42.59 44 $0.00 14 $41.84 44 $0.00

15 $36.17 45 $0.00 15 $64.82 45 $0.00

16 $0.00 46 $0.00 16 $0.00 46 $0.00

17 $41.77 47 $0.00 17 $42.36 47 $0.00

18 $40.08 48 $0.00 18 $42.50 48 $35.34

(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14)Current Current Current Current Current Current Current Current Current Current Current Current

Operation Annual FHP Annual TPH or Annual Productivity Annual Operation Annual FHP Annual TPH or Annual Productivity AnnualNumbers Workhour Costs Numbers Volume NATPH Volume Workhours (TPH or NATPH) Workhour Costs

002 100.0% $0 ] 002 $950,401009 100.0% $0 ] 009 $225010 100.0% $234,502 ] 010 $52,519014 100.0% $15,028 ] 014 $1,542015 100.0% $289,098 ] 015 $449,206017 100.0% $38,829 ] 017 $1,116,937018 100.0% $18,954 ] 018 $201,869019 100.0% $1,790 ] 019 $105,949021 100.0% $0 ] 021 $398022 100.0% $0 ] 022 $0030 100.0% $325,055 ] 030 $3,512,197040 100.0% $58,540 ] 040 $796,874043 100.0% $873 ] 043 $991,055044 100.0% $265,245 ] 044 $123,571050 100.0% $134,115 ] 050 $259051 100.0% $0 ] 051 $0055 100.0% $2,144 ] 055 $0060 100.0% $140,922 ] 060 $1,948,107066 100.0% $0 ] 066 $526067 100.0% $0 ] 067 $316070 100.0% $348 ] 070 $304,578074 100.0% $89,304 ] 074 $254,396083 100.0% $60,645 ] 083 $305,594084 100.0% $67,401 ] 084 $223087 100.0% $0 ] 087 $0088 100.0% $0 ] 088 $0089 100.0% $23 ] 089 $59,096091 100.0% $24,390 ] 091 $81,643092 100.0% $36,600 ] 092 $129,869093 100.0% $31,389 ] 093 $55,591094 100.0% $6,972 ] 094 $2,275095 100.0% $850 ] 095 $726096 100.0% $851 ] 096 $1,849097 100.0% $96,129 ] 097 $74,868098 100.0% $30,089 ] 098 $88,514099 100.0% $24,190 ] 099 $551,049110 100.0% $577,739 ] 110 $261,635112 100.0% $0 ] 112 $23,088124 100.0% $6,422 ] 124 $714,648126 100.0% $178,795 ] 126 $626,096

February 13, 2012Workhour Costs - Current

Colorado Springs CO P&DC Denver CO P&DC

Losing Current Workhour Rate by LDC

Function 4Function 1

% Moved to Losing

% Moved to Gaining

Losing Facility: Gaining Facility:Date Range of Data

Function 1

Gaining Current Workhour Rate by LDC

Function 4

Package Page 12 AMP Workhour Costs - Current


Operation Annual FHP Annual TPH or Annual Productivity Annual Operation Annual FHP Annual TPH or Annual Productivity AnnualNumbers Volume NATPH Volume Workhours (TPH or NATPH) Workhour Costs Numbers Volume NATPH Volume Workhours (TPH or NATPH) Workhour Costs

% Moved to Losing

% Moved to Gaining




% Moved to Losing

% Moved to Gaining




% Moved to Losing

% Moved to Gaining

Moved to Gain 569,386,338 1,368,287,265 455,451 3,004 $19,346,054 Impact to Gain 2,363,220,974 5,779,483,207 1,663,710 3,474 $72,282,702Impact to Lose 0 0 0 No Calc $0 Moved to Lose 0 0 0 No Calc $0Total Impact 569,386,338 1,368,287,265 455,451 3,004 $19,346,054 Total Impact 2,363,220,974 5,779,483,207 1,663,710 3,474 $72,282,702Non-impacted 0 3,224,758 8,792 367 $355,094 Non-impacted 0 994,043 112,551 9 $4,773,187

Gain Only 131,694,806 287,669,884 290,398 991 $12,473,932All 569,386,338 1,371,512,023 464,243 2,954 $19,701,149 All 2,494,915,780 6,068,147,134 2,066,659 2,936 $89,529,822

Impact to Gain 2,932,607,312 7,147,770,472 2,119,161 3,373 $91,628,757Impact to Lose 0 0 0 No Calc $0Total Impact 2,932,607,312 7,147,770,472 2,119,161 3,373 $91,628,757Non-impacted 0 4,218,801 121,343 35 $5,128,282

Gain Only 131,694,806 287,669,884 290,398 991 $12,473,932All 3,064,302,118 7,439,659,157 2,530,902 2,940 $109,230,971

.

rev 06/11/2008

Comb Totals

Totals Totals

(This number is carried forward to AMP Worksheet Executive Summary )

Combined Current Workhour Annual Workhour Costs :

1,836,730 Total FHP to be Transferred (Average Daily Volume) :

(This number is carried forward to the bottom of AMP Worksheet Workhour Costs-Proposed )$109,230,971

Current FHP at Gaining Facility (Average Daily Volume) : 8,048,115 (This number is carried forward to AMP Worksheet Executive Summary )


Last Saved:Losing Facility: Gaining Facility:

(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12)Proposed Proposed Proposed Proposed Proposed Proposed Proposed Proposed Proposed Proposed Proposed ProposedOperation Annual FHP Annual TPH or Annual Productivity Annual Operation Annual FHP Annual TPH or Annual Productivity AnnualNumbers Volume NATPH Volume Workhours (TPH or NATPH) Workhour Costs Numbers Volume NATPH Volume Workhours (TPH or NATPH) Workhour Costs

002 0 0 0 No Calc $0 002 $950,401009 0 0 0 No Calc $0 009 $225010 0 0 0 No Calc $0 010 $290,305014 0 0 0 No Calc $0 014 $16,781015 0 0 0 No Calc $0 015 $536,682017 0 0 0 No Calc $0 017 $1,156,309018 0 0 0 No Calc $0 018 $221,088019 0 0 0 No Calc $0 019 $107,764021 0 0 0 No Calc $0 021 $398022 0 0 0 No Calc $0 022 $0030 0 0 0 No Calc $0 030 $3,795,624040 0 0 0 No Calc $0 040 $846,685043 0 0 0 No Calc $0 043 $984,454044 0 0 0 No Calc $0 044 $375,416050 0 0 0 No Calc $0 050 $128,065051 0 0 0 No Calc $0 051 $5,552055 0 0 0 No Calc $0 055 $2,043060 0 0 0 No Calc $0 060 $2,067,791066 0 0 0 No Calc $0 066 $4,078067 0 0 0 No Calc $0 067 $8,445070 0 0 0 No Calc $0 070 $302,625074 0 0 0 No Calc $0 074 $337,593083 0 0 0 No Calc $0 083 $359,602084 0 0 0 No Calc $0 084 $68,568087 0 0 0 No Calc $0 087 $2,074088 0 0 0 No Calc $0 088 $0089 0 0 0 No Calc $0 089 $59,119091 0 0 0 No Calc $0 091 $149,362092 0 0 0 No Calc $0 092 $322,538093 0 0 0 No Calc $0 093 $92,844094 0 0 0 No Calc $0 094 $6,494095 0 0 0 No Calc $0 095 $3,133096 0 0 0 No Calc $0 096 $2,285097 0 0 0 No Calc $0 097 $119,094098 0 0 0 No Calc $0 098 $209,985099 0 0 0 No Calc $0 099 $343,204110 0 0 0 No Calc $0 110 $689,282112 0 0 0 No Calc $0 112 $23,088124 0 0 0 No Calc $0 124 $721,160126 0 0 0 No Calc $0 126 $807,395130 0 0 0 No Calc $0 130 $320136 0 0 0 No Calc $0 136 $16,236138 0 0 0 No Calc $0 138 $399,514139 0 0 0 No Calc $0 139 $421,027140 0 0 0 No Calc $0 140 $11,356,131150 0 0 0 No Calc $0 150 $532,944168 0 0 0 No Calc $0 168 $274170 0 0 0 No Calc $0 170 $245,049180 0 0 0 No Calc $0 180 $27,425

Workhour Costs - Proposed


February 13, 2012Denver CO P&DC

Package Page 18 AMP Workhour Costs - Proposed


0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc



0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc



0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc

Moved to Gain 0 76,267 30,943 2 $1,292,621 Impact to Gain 2,932,607,312 7,147,694,205 1,974,667 3,620 $85,717,624Impact to Lose 0 0 0 No Calc $0 Moved to Lose 0 0 0 No Calc $0Total Impact 0 76,267 30,943 2 $1,292,621 Total Impact 2,932,607,312 7,147,694,205 1,974,667 3,620 $85,717,624Non Impacted 0 3,224,758 8,792 367 $355,094 Non Impacted 0 994,043 112,551 9 $4,773,187

Gain Only 131,694,806 287,669,884 241,692 1,190 $10,254,388All 0 3,301,025 39,735 83 $1,647,715 All 3,064,302,118 7,436,358,132 2,328,910 3,193 $100,745,199



Op# FHP TPH/NATPH Workhours Productivity Workhour Cost Op# FHP TPH/NATPH Workhours Productivity Workhour Cost

Totals 0 0 0 No Calc $0 Totals 0 0 0 No Calc $0

Impact to Gain 2,932,607,312 7,147,770,472 2,005,609 3,564 $87,010,245Combined Current Annual Workhour Cost : Impact to Lose 0 0 0 No Calc $0

Total Impact 2,932,607,312 7,147,770,472 2,005,609 3,564 $87,010,245Non-impacted 0 4,218,801 121,343 35 $5,128,282

Gain Only 131,694,806 287,669,884 241,692 1,190 $10,254,388Tot Before Adj 3,064,302,118 7,439,659,157 2,368,645 3,141 $102,392,915

Lose Adj 0 0 0 No Calc $0Gain Adj 0 0 0 No Calc $0

All 3,064,302,118 7,439,659,157 2,368,645 3,141 $102,392,915

Comb Current 3,064,302,118 7,439,659,157 2,530,902 2,940 $109,230,971Proposed 3,064,302,118 7,439,659,157 2,368,645 3,141 $102,392,915Change 0 0 (162,257) ($6,838,056)

Change % 0.0% 0.0% -6.4% -6.3%

Com

b To

tals

Cost Impact(This number equals the difference in the current and proposed workhour costs

above and is carried forward to the Executive Summary )

(This number brought forward from Workhour Costs - Current )

Function 1 Workhour Savings : $6,838,056

Minimum Function 1 Workhour Savings : ($397,727)(This number represents proposed workhour savings with no productivity improvements

applied to operations at the gaining facility)

(13) New Flow Adjustments at Losing Facility

$109,230,971

Proposed Annual Workhour Cost :(Total of Columns 6 and 12 on this page)

$102,392,915

rev 04/02/2009

(14) New Flow Adjustments at Gaining Facility


Package Page 26 AMP Other Curr vs Prop

Package Page 28 AMP Other Curr vs Prop

Last Saved:

Losing Facility:Data Extraction Date: 10/13/11

(2) (3) (4) (5) (6)

Level Current Auth Staffing

Current On-Rolls

Proposed Staffing Difference

1 EAS-25 1 1 0 -1

2 EAS-22 1 1 0 -1

3 EAS-22 1 1 0 -1

4 EAS-21 1 1 0 -1

5 EAS-19 1 1 0 -1

6 EAS-19 1 1 0 -1

7 EAS-18 1 1 0 -1

8 EAS-17 2 1 0 -1

9 EAS-17 11 11 2 -9

10 EAS-17 5 5 0 -5

11 EAS-16 1 0 0 0

12 EAS-12 1 0 0 0

13141516171819202122232425262728293031323334353637383940414243

Staffing - Management

071820

February 13, 2012


SECRETARY (FLD)

Line

(1)

Position TitleMGR PROCESSING/DISTRIBUTION

Management Positions

OPERATIONS SUPPORT SPECIALISTSUPV DISTRIBUTION OPERATIONSSUPV MAINTENANCE OPERATIONSNETWORKS SPECIALIST

Finance Number:

MGR DISTRIBUTION OPERATIONSMGR MAINTENANCEMGR IN-PLANT SUPPORTMGR MAINTENANCE OPERATIONSMGR MAINTENANCE OPERATIONS SUPPTOPERATIONS SUPPORT SPECIALIST

Package Page 31 AMP Staffing - PCES/EAS

444546474849505152535455565758596061626364656667686970717273747576777879

27 24 2 (22)

Retirement Eligibles: 10 Position Loss: 22

Totals


Gaining Facility:Data Extraction Date: 10/13/11

(13) (14) (15) (16) (17)

Level Current Auth Staffing

Current On-Rolls

Proposed Staffing Difference

1 PCES-01 1 1 1 0

2 EAS-25 1 1 1 0

3 EAS-25 1 1 1 0

4 EAS-25 1 1 1 0

5 EAS-24 4 3 3 0

6 EAS-23 4 4 4 0

7 EAS-23 1 1 1 0

8 EAS-22 4 2 2 0

9 EAS-21 1 0 0 0

10 EAS-20 3 3 4 1

11 EAS-20 1 1 1 0

12 EAS-20 1 1 1 0

13 EAS-20 1 1 1 0

14 EAS-19 4 3 3 0

15 EAS-19 1 1 1 0

16 EAS-19 1 1 1 0

17 EAS-18 1 1 1 0

18 EAS-18 3 3 3 0

19 EAS-17 6 5 5 0

20 EAS-17 47 41 54 13

21 EAS-17 22 19 19 0

22 EAS-17 1 1 1 0

23 EAS-17 5 4 4 0

24 EAS-16 3 3 3 0

25 EAS-12 1 1 1 0

262728293031323334353637383940414243444546

Finance Number: 72359Denver CO P&DC

Line Position Title(12)

Management Positions

PLANT MANAGER (METRO)MGR IN-PLANT SUPPORTMGR MAINTENANCE (LEAD)SR MGR DISTRIBUTION OPERATIONSMGR DISTRIBUTION OPERATIONSMGR MAINTENANCE OPERATIONSMGR TRANSPORTATION/NETWORKSOPERATIONS INDUSTRIAL ENGINEER (FIOPERATIONS INDUSTRIAL ENGINEER (FIMGR DISTRIBUTION OPERATIONSMGR MAINT ENGINEERING SUPPORTMGR MAINTENANCE OPERATIONS SUPPTOPERATIONS SUPPORT SPECIALISTMAINTENANCE ENGINEERING SPECIALISTMGR FIELD MAINT OPRNS (LEAD)MGR PVS OPERATIONSNETWORKS SPECIALISTOPERATIONS SUPPORT SPECIALISTOPERATIONS SUPPORT SPECIALISTSUPV DISTRIBUTION OPERATIONSSUPV MAINTENANCE OPERATIONSSUPV MAINTENANCE OPERATIONS SUPPORSUPV TRANSPORTATION OPERATIONSNETWORKS SPECIALISTSECRETARY (FLD)


474849505152535455565758596061626364656667686970717273747576777879

119 103 117 14

Retirement Eligibles: 48 Position Loss: (14)

8

Total

rev 11/05/2008

Total PCES/EAS Position Loss: (This number carried forward to the Executive Summary )


Losing Facility: 071820

(1) (2) (3) (4) (5) (6)Craft Positions

Function 1 - Clerk 6 0 162 168 23 (145)Function 4 - Clerk 0 0 0 0 0Function 1 - Mail Handler 2 8 81 91 0 (91)Function 4 - Mail Handler 0 0 0 0 0

Function 1 & 4 Sub-Total 8 8 243 259 23 (236)Function 3A - Vehicle Service 0 0 0 0 0Function 3B - Maintenance 2 0 80 82 2 (80)Functions 67-69 - Lmtd/Rehab/WC 1 2 3 0 (3)Other Functions 0 0 4 4 0 (4)

Total 10 9 329 348 25 (323)

Retirement Eligibles: 126

Gaining Facility: 72359

(7) (8) (9) (10) (11) (12)Craft Positions

Function 1 - Clerk 44 0 672 716 759 43Function 1 - Mail Handler 28 14 499 541 593 52

Function 1 Sub-Total 72 14 1,171 1,257 1,352 95Function 3A - Vehicle Service 10 0 82 92 92 0Function 3B - Maintenance 10 0 267 277 277 0Functions 67-69 - Lmtd/Rehab/WC 0 13 13 13 0Other Functions 0 0 2 2 2 0

Total 92 14 1,535 1,641 1,736 95

Retirement Eligibles: 595

228

(13) Notes:

rev 11/05/2008

Finance Number:

Denver CO P&DC Finance Number:

Total Craft Position Loss:

Total Proposed

Part Time On-Rolls

Full Time On-Rolls

Total On-Rolls

Staffing - Craft

Difference

Difference

Last Saved: February 13, 2012

Data Extraction Date: 09/19/11

Casuals/PSEs On-Rolls

10/13/11

Total Proposed

Data Extraction Date:


Part Time On-Rolls

Full Time On-Rolls

Total On-Rolls

(This number carried forward to the Executive Summary )

Custodial staff will move to the Station after the plant closes.

Casuals/PSEs On-Rolls

Package Page 35 AMP Staffing - Craft

Losing Facility: Gaining Facility:

Date Range of Data: :

(1) (2) (3) (4) (5) (6)

Workhour Activity Current Cost Proposed Cost Difference Workhour Activity Current Cost Proposed Cost Difference

LDC 36 Mail Processing Equipment $ 3,089,889 $ 0 $ (3,089,889) LDC 36 Mail Processing

Equipment $ 13,180,554 $ 16,285,539 $ 3,104,985

LDC 37 Building Equipment $ 1,069,357 $ 0 $ (1,069,357) LDC 37 Building Equipment $ 1,896,697 $ 2,963,563 $ 1,066,866

LDC 38 Building Services (Custodial Cleaning)

$ 1,753,020 $ 876,510 $ (876,510) LDC 38 Building Services (Custodial Cleaning)

$ 3,849,647 $ 4,764,917 $ 915,269

LDC 39 Maintenance Operations Support $ 449,021 $ 0 $ (449,021) LDC 39 Maintenance

Operations Support $ 1,468,512 $ 1,468,512 $ 0

LDC 93 Maintenance Training $ 19,681 $ 0 $ (19,681) LDC 93 Maintenance

Training $ 725,649 $ 725,649 $ 0

Workhour Cost Subtotal $ 6,380,968 $ 876,510 $ (5,504,458) Workhour Cost Subtotal $ 21,121,059 $ 26,208,180 $ 5,087,121

Other Related Maintenance & Facility Costs Current Cost Proposed Cost Difference Other Related Maintenance &

Facility Costs Current Cost Proposed Cost Difference

Total Maintenance Parts, Supplies & Facility Utilities $ 1,058,218 $ 499,345 $ (558,873) Total Maintenance Parts, Supplies &

Facility Utilities $ 4,963,164 $ 4,963,164 $ 0

Adjustments (from "Other Curr vs Prop" tab)

$ 0 Adjustments (from "Other Curr vs Prop" tab)

$ 0

Grand Total $ 7,439,186 $ 1,375,855 $ (6,063,331) Grand Total $ 26,084,223 $ 31,171,344 $ 5,087,121

$976,211 (This number carried forward to the Executive Summary )

(7) Notes:

Annual Maintenance Savings:

rev 04/13/2009

MaintenanceLast Saved:

Colorado Springs CO P&DC Denver CO P&DCFebruary 13, 2012

Jul-01-2010 Jun-30-2011

Package Page 36 AMP Maintenance

23:00 23:00

0:00

1 2 3 4 5 6 7 8 9 10 11 12 13 14Current Current Current Proposed Proposed Proposed Current Current Current Proposed Proposed Proposed

Route Annual Annual Cost per Annual Annual Cost per Route Annual Annual Cost per Annual Annual Cost perNumbers Mileage Cost Mile Mileage Cost Mile Numbers Mileage Cost Mile Mileage Cost Mile

808L0 1,070,119 $2,040,879 $1.91 80196 402,240 $888,918 $2.21808XX 0 $0 $0.00 80123 610,723 $1,240,526 $2.03808BA 156,415 $653,114 $4.18


Date of HCR Data File:

CET for cancellations:


Losing Facility: Colorado Springs CO P&DC Denver CO P&DCGaining Facility:

Orig & Dest

10/01/11

CET for OGP:

CT for Outbound Dock:

Transportation - HCR

Package Page 38 AMP Transportation - HCR






Totals 1,226,534 2,241,902 Totals 1,012,963 0

($839,155) $2,129,444

Total HCR Transportation Savings:

Trips from Losing

Moving to Lose (-)

<<== (This number is summed with Total from 'Trans-PVS' and carried forward to the Executive Summary as Transportation Savings )

rev 11/05/2008

Current Gaining

$1,290,288

Proposed Result

HCR Annual Savings (Losing Facility): HCR Annual Savings (Gaining Facility):

Proposed Trip Impacts

Other Changes

(+/-)

Moving to Gain (-)

Proposed Trip

Impacts

Current Losing Proposed ResultTrips from

Gaining

Other Changes

(+/-)


Orig & Dest

(1) (2)

DMM L011 From:

x x DMM L201 Action Code* Column A - 3-Digit ZIP Code Prefix Group

x DMM L601

DMM L602

x DMM L603 To:

DMM L604 Action Code* Column A - 3-Digit ZIP Code Prefix Group

DMM L605

DMM L606

DMM L607

x DMM L801

(3)

Action Code*

Action Code*

Action Code*

Action Code*

(4)

Count % Count % Count % Count %

Aug-11 808 337 145 43% 65 19% 0 0% 192 57% 2

Sep-11 808 329 143 43% 70 21% 0 0% 186 57% 15

Aug-11 800 473 114 24% 143 30% 0 0% 359 76% 14

Sep-11 800 479 130 27% 161 34% 0 0% 348 73% 12

(5) Notes

*Action Codes: A=add D=delete CF-change from CT=change to

Important Note: Section 2 & 3 illustrate possible changes to DMM labeling lists. Section 2 relates to consolidation of Destination Operations. Section 3 pertains to Originating Operations. The Area Distribution Network group will submit appropriate requests for DMM changes after AMP approval.

Column A - Entry ZIP Codes Column B - 3-Digit ZIP Code Destinations Column C - Label to


DMM L009

DMM L010

DMM L005

DMM L006

DMM L007

DMM L008

DMM L003

DMM L004

DMM L001

DMM L002

Distribution Changes

Indicate each DMM labeling list affected by placing an "X" to the left of the list.

Losing Facility:Type of Distribution to Consolidate

If revisions to DMM L005 or DMM L201 are needed, indicate proposed DMM label change below.



DMM Labeling List L005 - 3-Digit ZIP Code Prefix Groups - SCF Sortation

Column B - Label to

*Action Codes: A=add D=delete CF-change from CT=change to

Column B - Label to

rev 5/14/2009

Drop Shipments for Destination Entry Discounts - FAST Appointment Summary ReportMonth Losing/Gaining NASS

Code Facility Name Total Schd Appts

Unschd Count

Losing Facility Colorado Springs CO P&DC

Losing Facility Colorado Springs CO P&DC

No-Show Late Arrival Open Closed

Gaining Facility Denver CO P&DC

Gaining Facility Denver CO P&DC

DMM Labeling List L201 - Periodicals Origin Split


Column C - Label to


Package Page 41 AMP Distr bution Changes

Losing Facility: Gaining Facility:

(1) (2) (3) (4) (5) (6) (7) (8)

Equipment EquipmentType TypeAFCS 3 0 (3) AFCS 9 2 (7) (10)

AFCS200 0 0 0 AFCS200 3 9 6 6AFSM - ALL 2 0 (2) AFSM - ALL 6 7 1 (1) $141,064

APPS 0 0 0 APPS 0 0 0 0CIOSS 2 0 (2) CIOSS 3 4 1 (1)CSBCS 0 0 0 CSBCS 0 0 0 0DBCS 17 0 (17) DBCS 64 53 (11) (28)

DBCS-OSS 0 0 0 DBCS-OSS 0 0 0 0DIOSS 2 0 (2) DIOSS 8 8 0 (2)

FSS 0 0 0 FSS 3 3 0 0SPBS 1 0 (1) SPBS 0 0 0 (1) $65,966UFSM 0 0 0 UFSM 0 0 0 0

FC / MICRO MARK 0 0 0 FC / MICRO MARK 5 0 (5) (5)ROBOT GANTRY 0 0 0 ROBOT GANTRY 0 0 0 0

HSTS / HSUS 0 0 0 HSTS / HSUS 0 0 0 0LCTS / LCUS 1 0 (1) LCTS / LCUS 5 5 0 (1)

LIPS 0 0 0 LIPS 0 0 0 0MPBCS-OSS 0 0 0 MPBCS-OSS 0 0 0 0

TABBER 0 0 0 TABBER 0 0 0 0PIV 0 0 0 PIV 0 0 0 0

LCREM 1 0 (1) LCREM 2 2 0 (1)

(9) Notes:

rev 03/04/2008

(This number is carried forward to Space Evaluation and Other Costs )

Proposed NumberDifference

Mail Processing Equipment Relocation Costs from Losing to Gaining Facility: $207,030

09/20/11

MPE Inventory

Actually an APBS, is planned to move into the Denver NDC as there is no room for it in the Denver PDC. The Denver NDC is less than one mile away.


Current Number Difference Equipment

ChangeRelocation

Costs

Last Saved:

Current Number


Proposed Number

February 13, 2012

Package Page 42 AMP MPE Inventory

Last Saved:

3-Digit ZIP Cod809 3-Digit ZIP Co 810

1. Collection Points Mon. - Fri. Sat. Mon. - Fri. Sat. Mon. - Fri. Sat. Sat.22 101 18 86 29 10582 27 135 108 126 9724 0 76 16 82 17

128 128 229 210 237 219 0

2. How many collection boxes are designated for "local delivery"? 0

3. How many "local delivery" boxes will be removed as a result of AMP? 0

4.Quarter/FY Percent

QTR 3 FY11 50.5%QTR 2 FY11 54.5%QTR 1 FY11 46.1%QTR 4 FY10 50.1%

5. 6.

Start End Start End Start End Start End

Monday 7:30 19:00 7:30 19:00 Monday 11:00 18:00 11:00 18:00Tuesday 7:30 19:00 7:30 19:00 Tuesday 11:00 18:00 11:00 18:00

Wednesday 7:30 19:00 7:30 19:00 Wednesday 11:00 18:00 11:00 18:00Thursday 7:30 19:00 7:30 19:00 Thursday 11:00 18:00 11:00 18:00

Friday 7:30 19:00 7:30 19:00 Friday 11:00 18:00 11:00 18:00Saturday 8:00 13:00 8:00 13:00 Saturday

7.

8. Notes:

9.

Line 1

Line 2

February 13, 2012


10/26/11

Current CurrentCurrent

Current

3-Digit ZIP Code:Current

rev 6/18/2008

80910

Can customers obtain a local postmark in accordance with applicable policies in the Postal Operations Manual?

Gaining Facility:

What postmark will be printed on collection mail?

Proposed

% Carriers returning before 5 p.m.

Mon. - Fri.

Customer Service Issues

Current Proposed

Number picked up after 5 p.m. Number picked up between 1-5 p.m.

Total Number of Collection Points

Delivery Performance Report

Retail Unit Inside Losing Facility (Window Service Times)

Losing Facility:5-Digit ZIP Code:


3-Digit ZIP Code: 808

Number picked up before 1 p.m.

Business (Bulk) Mail Acceptance Hours

Denver CO P&DC

YES

0

Package Page 43 AMP Customer Service Issues

Last Saved:

1.

2. Lease Information. (If not leased skip to 3 below.) Owned

3.

4. Planned use for acquired space from approved AMP

5. Facility Costs

(This number shown below under One-Time Costs section.

6. Savings Information

(This number carried forward to the Executive Summary )

7. Notes

(This number carried forward to Executive Summary )

$613,800

$820,830

3655 E Fountain BLVDColorado Springs CO 80910

FSO project to modify the Denver NDC to make room for an APBS.

Facility Costs:


Space Evaluation and Other Costs

Street Address:City, State ZIP:

Losing Facility:

Space Evaluation

Affected FacilityFacility Name:

February 13, 2012



Mail Processing Equipment Relocation Costs: (from MPE Inventory )

Space Savings ($):

One-Time Costs

Employee Relocation Costs:

$207,030

Gaining Facility:Losing Facility:

303209

$613,800Enter any projected one-time facility costs:

Enter annual lease cost:

Enter the total interior square footage of the facility:Enter gained square footage expected with the AMP:

Enter lease options/terms:

Current Square Footage

Enter lease expiration date:

(from above)

Total One-Time Costs:

Remote Encoding Center Cost per 1000

Package Page 44 AMP Space Evaluation and Other Costs

Documents

AMP Data Entry Page - USPS · 2012-03-12 · ----- AMP Data Entry Page -----Colorado Springs CO P&DC 3655 E Fountain BLVD Roger Nichols 1. Losing Facility Information Lane Stalsberg